SCIENCE@home

Between Hierarchy and Matrix: Human Resource Allocation in Flexible Organizations

Torstein Nesheim

Published 2025 in SAGE Open

ABSTRACT

A vital function of organizational structure is the allocation of human resources to tasks. Based on an empirical study of five organizations in the state sector in Norway, we identify and analyze a structure of allocation that potentially constitutes a theoretical category between a unitary, hierarchical structure and a resource/task matrix. The core trait of this structural category is the partial overlap of task and resource management among middle managers. Such partial overlap provides the basis for analyzing other structural dimensions: -the principle of grouping of resource units, -mechanisms of resource allocation from resource units to task units, -task management, and -challenges for middle managers. The main advantages are a higher degree of resource flexibility, the weakening of rigid “employee ownership” at the unit level, and decisions and solutions based on cross-disciplinary and cross-unit competencies. A key challenge is to address the new ambiguities and lack of role clarity that such a structure implies. Plain language summary Flexible organization and allocation of human resources. In unitary organizations, each employee has one manager and role clarity and predictability prevail. In a matrix organization, an employee has two managers: A resource manager and a task manager. Here we describe a middle ground between the two well known structures.The core trait is the partial overlap of task and resource management among middle managers. Thus for some employees, the middle manager is responsible for resource management, while the actual work is done under the management of other manager. Among other employees, the middle manager is responsible for task management, while a different manager is responsible for resource management. The main advantages of such a structure are a higher degree of resource flexibility, the weakening of rigid “employee ownership” at the unit level, and decisions and solutions based on cross-disciplinary and cross-unit competencies. A key challenge is to address the new ambiguities and lack of role clarity that such a structure implies.

PUBLICATION RECORD

CITATION MAP

EXTRACTION MAP

CLAIMS

  • No claims are published for this paper.

CONCEPTS

  • No concepts are published for this paper.

REFERENCES

Showing 1-30 of 30 references · Page 1 of 1

CITED BY